Essays on Knowledge Management in Human Resource Management Literature review

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The paper "Knowledge Management in Human Resource Management" is a wonderful example of a literature review on human resources. Knowledge Management, abbreviated as KM, is construed to comprise of a range of practices and strategies and practices used in contemporary organization for the identification, creation, representation, distribution, and enablement of experiences and insights the organizations can adopt for development purposes (Nonaka 1991, pp. 96– 104). These experiences and insights comprise what is thus referred to as knowledge as embodied either in individual members of the organizations or as embedded within organizational processes and practices.

KM was established as a scholarly discipline in around 1991 according to Nonaka, (1991, pp. 96– 104) and as Alavi & Leidner (2001, pp. 107 - 136) note, has today grown to include distinct courses within such fields as information systems, business administration, management as well as a library and information sciences. Alavi & Leidner (2001, pp 107 - 136) postulate that, in recent times, KM has gained phenomenal input from other fields such as those of the media, information technology, public policy, computer science, and public health. Notably, numerous large institutions, companies, profit, and non-profit organizations as well as public agencies have dedicated a lot of resources to their internal KM initiatives (Addicott, McGivern & Ferlie 2006, pp.

87 - 94). According to Addicott, McGivern & Ferlie (2006, pp 87 - 94) in modern organizations, KM is constituted as a part of information technology, business strategy, or Human Resource Management (HRM) practices and departments. These scholars note that we also have numerous consulting companies in existence today, to provide advice and strategy in the KM implementation process in contemporary organizations (Addicott, McGivern & Ferlie 2006, pp.

87 - 94). For the purposes of this paper, KM shall be analyzed as it applies in the Human Relations Management dynamics and as part of modern HRM practices. Form an HRM perspective, Knowledge Management initiatives normally focus on the attainment of progressive organizational objectives through improved employee performance, development of competitive advantage, nurturing perpetual innovation among individual employees, enabling the sharing of experience and lessons learned within organizational contexts, increased work teams integration, and also, a continuous organization improvement as a workplace for new employees.

References

Addicott, R., McGivern, G and Ferlie, E 2006, Networks, Organizational Learning and Knowledge Management: NHS Cancer Networks, Public Money & Management, Vol. 26 (2), pp. 87–94.

Alavi, M and Leidner, D 2001, Review: Knowledge Management and Knowledge Management Systems: Conceptual Foundations and Research Issues, MIS Quarterly, Vol. 25 (1), pp. 107–136, Available at < http://web.njit.edu/~jerry/CIS-677/Articles/Alavi-MISQ-2001.pdf>

Galia, F and Legros, D 2003, Knowledge Management and Human resource Practices in an Innovation Perspective: evidence from France. Paper presented at the DRUID 2003 Conference, Available at

Laursen, K and Mahnke, V 2001, Knowledge strategies, firm types, and complementarity in human-resource practices, Journal of Management and Governance, Vol. 5 (1), pp. 1 – 27. Available from

Iles, P., Yolles, M and Altman, Y 2001, HRM and Knowledge Management: Responding to the Challenge, Research and Practice in Human Resource Management, Vol. 9 (1), pp. 3-33. Available from

Nonaka, I 1991, The knowledge creating company, Harvard Business Review, Vol. 69 (1), pp. 96–104, Available at < http://hbr.harvardbusiness.org/2007/07/the-knowledge-creating-company/es>

Oltra, V 2005, Knowledge management effectiveness factors: the role of HRM, Journal of Knowledge Management, Vol. 9 (4), pp. 70 – 86.

Steinheider, B and Al-Hawamdeh, S 2004, Team Coordination, Communication and Knowledge Sharing in SMEs and Large Organizations, Journal of Information & Knowledge Management, Vol. 3 (3), pp. 223–232.

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